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the carried or mounted radio unit---is
the most visible asset of an LMR system.
Most users take no interest in how the
system actually works---just as most
people don't think about what goes
into making their cellphone work. But
unlike a rearm, ashlight or other
tool on a rst responder's duty belt, the
radio requires a vast behind-the-scenes
network to provide state-of-the-art com-
munications capability at the push of a
button. Looking beyond the brick reveals
the LMR system as a true system of sys-
tems, typically consisting of handheld
portable radios, mobile radios, base sta-
tions, radio towers, software and other
network components to extend the range
and capability of each radio.
Part of the Program Executive O ce
for Enterprise Information Systems
(PEO EIS), the LMR product o ce is
responsible for the whole system---man-
aging, engineering, acquiring, delivering
and supporting the total architecture of
the LMR system on Army installations
worldwide. In just the continental United
States (CONUS), that amounts to 68
stand-alone systems at 68 installations
in 38 states and the District of Columbia.
e nontactical LMR systems that the
product o ce elds support installation
management and force protection, public
safety and homeland security.
A STACKED DECK
In 2014, the LMR product o ce rec-
ognized two mounting threats to the
future readiness of Army CONUS LMR
systems: a complex requirement and
minimally competitive industry base;
and a widening shortfall in appropriated
funds to procure and sustain aging sys-
tems. Similar to many segments of the
U.S. defense industrial base, the indus-
try for Army LMR is narrow because
few commercial LMR suppliers meet
the Army's information assurance and
cybersecurity requirements. Just as Boe-
ing Co., Northrop Grumman Corp. and
Lockheed Martin Corp. dominate mili-
tary aircraft manufacturing, and General
Dynamics and Huntington Ingalls
Industries dominate the Navy shipbuild-
ing market, Harris Corp. and Motorola
Solutions Inc. are the dominant competi-
tors for Army LMR.
Although two industry partners generate
more competition than one, the modu-
larity and uniqueness of systems for each
individual post, camp and station meant
that one company would sometimes enjoy
a competitive advantage over the other.
For example, if the Army used Motorola
products at Camp A, it would make the
most sense to use products from the same
vendor for replacements and upgrades at
Camp A for ease of compatibility. at
left Harris with an uphill battle to win
the contract---which, as the saying goes,
often makes the juice not worth the
squeeze. In such cases, the competition
for a contract evaporated and left one
company with a corner on the market.
In a cash-strapped Army, resources
directed away from operations and main-
tenance to meet more urgent readiness
requirements and ght existing con icts
left many systems in "break- x" sta-
tus, meaning systems were only xed
and restored as they failed. Informa-
tion assurance accreditations expired at
numerous installations, putting long-
term operational readiness in jeopardy.
TRAIN AS YOU FIGHT
Wisconsin law enforcement personnel from several counties participate in a training scenario in
September 2017 at the Combined Arms Collective Training Facility at Fort McCoy, Wisconsin.
LMR is the first line of communication for all first responders at Army installations, and recent efforts
by PEO EIS will make the system easier to maintain---an important improvement since support for
fielded LMR systems is not a primary duty on most Army installations. (U.S. Army photo by Scott T.
Sturkol, Fort McCoy Public Affairs)
18 Army AL&T Magazine January - March 2018
HOLDING ALL THE 'ACE'S